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Volmer J, Spurk D, Niessen C. Leader–member exchange (LMX), job autonomy, and creative work involvement. LEADERSHIP QUARTERLY 2012. [DOI: 10.1016/j.leaqua.2011.10.005] [Citation(s) in RCA: 220] [Impact Index Per Article: 18.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
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A team level investigation of the relationship between Leader–Member Exchange (LMX) differentiation, and commitment and performance. LEADERSHIP QUARTERLY 2012. [DOI: 10.1016/j.leaqua.2011.12.006] [Citation(s) in RCA: 88] [Impact Index Per Article: 7.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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Relative leader–member exchange, negative affectivity and social identification: A moderated-mediation examination. LEADERSHIP QUARTERLY 2012. [DOI: 10.1016/j.leaqua.2011.08.009] [Citation(s) in RCA: 71] [Impact Index Per Article: 5.9] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/23/2022]
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Jackson EM, Johnson RE. When opposites do (and do not) attract: Interplay of leader and follower self-identities and its consequences for leader–member exchange. LEADERSHIP QUARTERLY 2012. [DOI: 10.1016/j.leaqua.2011.12.003] [Citation(s) in RCA: 55] [Impact Index Per Article: 4.6] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
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Abstract
This article introduces the concept of adverse leadership. Adverse leadership arises when followers (1) perceive their leader to violate leadership prototypes or to concur with antiprototypes, and (2) attribute this violation to internal stable conditions within the leader (i.e., actor-observer bias), even though (3) the leader had no intention to cause harm. Adverse leadership goes above and beyond earlier leadership concepts because it focuses on (a) the role of followers’ implicit leadership theories and attributions in negative leadership, and on (b) leader behavior that is not intended to be harmful by the leader; it is conceptualized on (c) multiple levels of analysis, and posited to have (d) differential negative and positive effects on outcomes in organizations. Implications for future research and practice are discussed.
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Affiliation(s)
- Claudia Peus
- Technische Universität München, TUM School of Management, Munich, Germany
| | - Susanne Braun
- Technische Universität München, TUM School of Management, Munich, Germany
- Ludwig-Maximilians-Universität, Munich, Germany
| | - Dieter Frey
- Ludwig-Maximilians-Universität, Munich, Germany
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Volmer J, Niessen C, Spurk D, Linz A, Abele AE. Reciprocal Relationships between Leader-Member Exchange (LMX) and Job Satisfaction: A Cross-Lagged Analysis. APPLIED PSYCHOLOGY-AN INTERNATIONAL REVIEW-PSYCHOLOGIE APPLIQUEE-REVUE INTERNATIONALE 2011. [DOI: 10.1111/j.1464-0597.2011.00446.x] [Citation(s) in RCA: 60] [Impact Index Per Article: 4.6] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
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Schyns B, Maslyn JM, Weibler J. Understanding the relationship between span of control and subordinate consensus in leader–member exchange. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2010. [DOI: 10.1080/13594320903146485] [Citation(s) in RCA: 19] [Impact Index Per Article: 1.4] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/19/2022]
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van Gils* S, van Quaquebeke* N, van Knippenberg D. The X-factor: On the relevance of implicit leadership and followership theories for leader–member exchange agreement. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2010. [DOI: 10.1080/13594320902978458] [Citation(s) in RCA: 45] [Impact Index Per Article: 3.2] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
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Day DV, Schyns B. The importance of agreement and consensus in leadership research: Introduction to the Special Issue. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2010. [DOI: 10.1080/13594320903448766] [Citation(s) in RCA: 6] [Impact Index Per Article: 0.4] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/19/2022]
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Schyns B, van Veldhoven M, Wood S. Organizational climate, relative psychological climate and job satisfaction. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2009. [DOI: 10.1108/01437730910991664] [Citation(s) in RCA: 36] [Impact Index Per Article: 2.4] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
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